If strategy is about making the right choices, then execution is about taking the right actions.
Strategy focuses on thinking; execution centers on doing, and many leaders struggle with identifying the right actions their organization needs to take. This is partly because they have been taught how to plan and not how to execute. Achieving excellence in execution requires cultivating a bias toward action across the organization.
Sixty-seven percent of strategy execution fails. To correct this, ensure your people are taking the right actions. As business leaders need to consider what their people are doing every day that will drive the organization forward. Heres my view of what needs to happen to “make it work”.
1. The Discipline
Everyday people are busy, but are the actions they take when they are busy the right actions to execute the strategy? With so much to do each day, it becomes harder and harder to make decisions and direct the actions to keep the long-term strategy view in place.
Also, just because people know what to do does not mean they will do it. Knowing what to do and actually doing it are two very different things. CEB research indicates that more than half of employees are less focused on the right activities and do not feel aligned with corporate priorities.
To ensure the right actions are being taken to execute, an organization needs to instil the discipline of DOING the right thing. This involves ensuring people know what the right actions are and are inspired to act.
2. Create Choice
Choice is important because people are more likely to take the right actions if they have choices to make. People are more committed to outcomes they set themselves by a ratio of almost five to one, as noted by Carolyn Aiken and Scott Keller from McKinsey & Company in their paper “The irrational side of change management.”
The authors cite a famous behavioural experiment in which half the participants are randomly assigned a lottery ticket number while the others are asked to write down any number they would like on a blank ticket. Just before drawing the winning number, the researchers offer to buy back the tickets from their holders. The result: no matter what geography or demographic environment the experiment has taken place in, researchers have found they have to pay at least five times more to those who came up with their own number. Why? Because we are more dedicated to outcomes we set ourselves.
3. Become Accountable
Adopting accountability is essential when striving to achieve excellence in execution. It requires holding someone responsible, with the emphasis on “one.” Leaders who hold each person accountable with constant follow through are seen to be more effective. Several experts agree that “holding people accountable for execution is one of the most powerful actions you can take.”
Creating accountability in your culture can make the difference between success and failure. Creating a culture of accountability in your organization requires knowing what is important to the organization and instilling it within your team.
4. Ninety’s the number
Plan’s that work are plans that take action over just a ninety days (or a quarter/3 month/12 week period), and no longer. This is one of the most powerful principles for achieving Excellence in Execution. Why? There’s something magic about setting actions to be completed in “90days” within the business.
If a task is not completed within that timeframe, then:
- It might not have been important enough to demand your attention, or
- It was too complicated, or
- It requires more than a Quarter and should have been broken down into smaller actions capable of doing within a quarter.
By consciously ensuring the actions can be completed within 90days, leaders make the actions manageable, and they start to gain traction. Theory promises and success sells. In this situation, the strategy is the theory and the execution is where success occurs by completing the action in the 90days.
Taking action in 90 day turns makes the long-term strategy realistic to the people responsible for executing it and creates quick wins that people can see.
Setting 90day bite-size goals also makes it easier to communicate the organization’s most important objectives. People identify their action by asking this question: “What can I do in the next 90days to execute the strategy?”
5. Resources to Take the Right Actions
To demonstrate the importance of the new strategy, be sure to identify and allocate the resources required to support the right actions.
Excellence in execution organizations focus first on freeing up the required resources, such as technology, people, time and financial assets. This can be hard to do. In some organizations, leaders set the budget, then plan the strategy but resources may not be available if they are not budgeted for. This is why it is best to craft the strategy and then set the budget.
It’s a leader’s job to proactively manage essential capabilities such as budget and resources. They drive the organization’s performance and ensure desired outcomes are delivered.
Ankur Agrawal, Emma Gibbs, and Jean-Hugues Monier commented in a 2016 HBR post, this way: “Companies tend to be timid capital reallocators. On average, they put 90% or more of their resources toward the same activities year after year, even though shifting resources as the business environment and company strategies change tends to deliver better, less volatile returns—particularly during down times.”
Execution often fails because of a lack of resource availability. To leverage resources effectively requires reducing the number of ongoing initiatives so everyone is focused on the highest priorities with the right support.
So if you follow these 5 ideas you will be more than likley to succeed in making it work.